Rob:And I’ve just heard Andrew give a fantastic presentation which gives you totally a different outlook on how to manage teams of people in the business. I grab Andrew and said ‘Andrew could you share with the people watching this?’

What are the two or three key take outs from that presentation?

Andrew:There’s a few one of that I shared is on KSP where managing a member of a species, like in our case managing homosapiens. It’s really handy if we know some basic attributes of the species, so I told a story that I remembered I was listening to a radio morning a few weeks ago. There was a talk radio show where you help people fix their problems around the house. And there’s this one caller, who called in and he had a problem with his chickens that weren’t laying. At this stage the caller has just two chicks but he was planning to have more chicks, it was clear to him that at least one of his chickens were laying. So his performance challenge was his chicks aren’t laying and he rang in saying ‘what do I do about this?’ And just imposing he sort made a comment ‘maybe I should separate the chicks, which one is not laying.’ and the host said ‘they are flock species they weren’t like that’. In other word, you need to know certain things about a species. If you’re managing them as what I’ve shared and what I talked about is the nine attributes of us humans that for leaders in Logistics and other businesses, if you’re leading a group of humans which is obviously we are, then you need to know some certain things about them. So that is point #1.

Point #2 which has something to do with Change Management. For instance, mostly it’s fine and in a Logistics industry, it’s a big challenge always, the Change Management. And rearrangements of work or reinstruction or relocations and there’s a lot of miss around of Change Management which this inside into human instinct helps pass. The biggest myth is that people resist change and that can’t possibly be true for a zoological or species’ perspective, before we were species we were resistant to change and we will still be living in caves. So obviously, we are very accepting of change and there’s one instinct in particular – one of the nine which really gives insight to what really happens when people resist change. What it is that we have this diversion to lost, so humans are most motivated in avoidance to lose rather than gain. What happens when we hear about change of and on the grape vine, if that moment when we first hear about the change, we don’t know how to it might affect us which is usually the case then we tend to not err on the side of the optimistic possibility. We jump to the concern as a scientist says just as well; you kind of imagine all the organisms being anything other than resisting to change and we’re that loss of version attributes that helps us in harm’s way. The possibilities for leaders in managing changes to go right at the beginning so that they’ll really influence when people hear first about the change – that’s observation.

Rob:What would all those fears of lost that people going to have and couch them up right in front?

Andrew: Alter them up front, reduce the possibility of lost, to influence or be very conscious about the moment people first hear about the change

For more information about the work that Andrew does and to check out his Book, just go to: Hardwired Humans